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The organization man at war: Promot...

Markel, Matthew Wade.

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The organization man at war: Promotion policies and military leadership, 1929--1992.

Record Type:	Electronic resources : Monograph/item
Title/Author:	The organization man at war: Promotion policies and military leadership, 1929--1992./
Author:	Markel, Matthew Wade.
Description:	405 p.
Notes:	Source: Dissertation Abstracts International, Volume: 61-05, Section: A, page: 2005.
Contained By:	Dissertation Abstracts International61-05A.
Subject:	History, United States. -
Online resource:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=9972370
ISBN:	059977679X

The organization man at war: Promotion policies and military leadership, 1929--1992.
Markel, Matthew Wade.

The organization man at war: Promotion policies and military leadership, 1929--1992. - 405 p.

Source: Dissertation Abstracts International, Volume: 61-05, Section: A, page: 2005.

Thesis (Ph.D.)--Harvard University, 2000.

This dissertation, The Organization Man at War: Promotion Policies and Military Leadership, 1929--1992, examines the effect of changing promotion policy on tactical decision-making. At its heart, this study compares tactical leadership, defined as command at the battalion and brigade or regimental level, before and after the adoption of "promotion by selection," less formally known as "up or out." I traced the evolution of the design and intent of this system by relying on War Department memoranda, personal memoirs and Congressional testimony. In a system of "promotion by selection," officers are periodically considered for promotion on the basis of merit for a fixed number of promotions; those not selected are terminated. This system has been in effect in the Marine Corps since 1934 and in the Army since 1947. Additionally, the study considers the effects of the culture of conformity described by David Riesmann in The Lonely Crowd and William H. Whyte in The Organization Man. Using the willingness to accept risks as the yardstick, The Organization Man at War compares leadership in the Army and Marine Corps during the Second World War with that in the Vietnam War using contemporary after action reports and personal memoirs. In fact, Army leadership at the battalion and regimental level was characterized by a high tolerance for risk, while that of the Marine Corps was characterized by conformity to a fairly narrow paradigm. The U.S. Army's adoption of "up or out" seems to have resulted in a much lower tolerance for risk during the Vietnam War, while the relatively lower risks incurred by Marine officers rendered some bolder, and some more complacent. The study did not reveal significant demographic differences between the World War II generation of field grade commanders and those which followed, indicating that structural incentives played a much greater role in shaping behavior than did American culture.

ISBN: 059977679XSubjects--Topical Terms:

1017393
History, United States.

The organization man at war: Promotion policies and military leadership, 1929--1992.
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520 $a This dissertation, The Organization Man at War: Promotion Policies and Military Leadership, 1929--1992, examines the effect of changing promotion policy on tactical decision-making. At its heart, this study compares tactical leadership, defined as command at the battalion and brigade or regimental level, before and after the adoption of "promotion by selection," less formally known as "up or out." I traced the evolution of the design and intent of this system by relying on War Department memoranda, personal memoirs and Congressional testimony. In a system of "promotion by selection," officers are periodically considered for promotion on the basis of merit for a fixed number of promotions; those not selected are terminated. This system has been in effect in the Marine Corps since 1934 and in the Army since 1947. Additionally, the study considers the effects of the culture of conformity described by David Riesmann in The Lonely Crowd and William H. Whyte in The Organization Man. Using the willingness to accept risks as the yardstick, The Organization Man at War compares leadership in the Army and Marine Corps during the Second World War with that in the Vietnam War using contemporary after action reports and personal memoirs. In fact, Army leadership at the battalion and regimental level was characterized by a high tolerance for risk, while that of the Marine Corps was characterized by conformity to a fairly narrow paradigm. The U.S. Army's adoption of "up or out" seems to have resulted in a much lower tolerance for risk during the Vietnam War, while the relatively lower risks incurred by Marine officers rendered some bolder, and some more complacent. The study did not reveal significant demographic differences between the World War II generation of field grade commanders and those which followed, indicating that structural incentives played a much greater role in shaping behavior than did American culture.
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